Annual Operational Plan 2013/2014 Q1 Report · Annual Operational Plan 2013/2014 Q1 Report COMMUNITY OUTCOME 1.2 Young people are able to reach their full potential, are encouraged

Annual Operational Plan 2013/2014 Q1 Report


Table of Contents:

Key Activity: Community..........................................................................3

Key Activity: Economy............................................................................29

Key Activity: Governance .......................................................................38

Key Activity: Infrastructure ....................................................................55

Key Activity: Environment......................................................................69


Key Activity: Community

COMMUNITY OUTCOME

1.1 Strong coordination between government agencies, Council and NGOs to ensure efficient service delivery, avoid duplication of services and build

the capacity of the community.

COUNCIL STRATEGY

1.1.1 Strong and participative interagencies

DP Action Action Responsibility Progress Comment

Cobar Interagency Contribute reports,

including an agency report,

to each Interagency

meeting held.

A Shepherd 25% Agency report provided to the August Interagency, along with a report on the future of the group and an

analysis of the latest AEDI figures.

Cobar Interagency Provide secretarial services

to the Cobar Interagency

A Shepherd 25% An interagency meeting was held in August, with papers provided including an agency report, a Future of the

Interagency report and a report on the AEDI. It was decided to old three meetings a year with the next to be

held in November.

Murrin Bridge and

Lake Cargelligo

Interagency

Represent Cobar Shire

Council at the Interagency.

A Shepherd 25% Attended the July Interagency to pursue a resolution to the issues generated in the village following the

cessation of the CDEP program and the move to the new RJCP model. Arranged for Mark Coulton to attend

(although cancelled at the last minute due to a death in the community). Attended the community meeting

with MPREC to discuss the project and possible activities. Pursued RMS funding for pram ramps in the village.


COMMUNITY OUTCOME

1.2 Young people are able to reach their full potential, are encouraged to stay in the region and have a wide range of opportunities available to

them locally

COUNCIL STRATEGY

1.2.1 Implement the actions outlined in the Youth Development Plan


Engage the services of a Youth

Development Officer

Employ a Youth Development Officer. D Parisi 0% Not progressed this quarter as no grant funding was

identified. Efforts will continue in 2013/2014.

COUNCIL STRATEGY

1.2.2 A greater range of youth activities are organised and coordinated


To provide youth services and a facility

that provide recreational, sporting and

cultural activities and support services

for the youth and the community of

Cobar.

Enter and maintain partnerships to aid and

enhance the provision of Youth Services.

D Parisi 25% The Cobar Youth and Fitness Centre has formed and is maintaining

partnerships with Barnardos, PCYC Blue Light, Yarrabin Outreach, Far

West Family Day Care Services, COOSH, local schools and local

sporting bodies to enhance the local youth and community activities

and services provided through the Centre.





Hold regular youth activities at the centre. D Parisi 25% The Centre provides the venue for Blue Light discos. Playgroup 0-

5yrs operates each Tuesday and Thursday. The Centre also organised

Friday Night Games night and movies in the park this quarter.


Cobar.





Cobar.

Maintain and support staff to provide

services to the youth of Cobar.

D Parisi 25% Youth Services is a minor component of the role of manager. The

manager manages the staff and the facility. The manager also

coordinates activities and users of the Centre.





Cobar.

Undertake activities under Family and

Community Services grant.

D Parisi 25% The grant subsidy is funding two social inclusion programs. Tuesday

morning playgroup and Friday Night Games night or a movie in the

park, which have been very successful.

Organise Youth Week Activities Co-ordinate and consult with the youth of

Cobar and Cobar Youth Council on the

proposed activities for Youth Week.

D Parisi 25% Scheduled for Q3.

Organise Youth Week Activities Prepare submission for funding and report of

Youth Week activities.

D Parisi 25% Scheduled for Q3.

Provide school holiday activities for

children aged 5-14 years at Cobar Shire

& TAFE Library

Library staff, community members and/or

volunteers plan and provide Christmas craft

and other fun activities for small groups of

children with a charge applied to recover cost

of materials.

J Siemens 0% Christmas activities will be offered in Q2.

Provide school holiday activities for

children aged 5-14 years at Cobar Shire

& TAFE Library

Library staff, community members and/or

volunteers plan and provide craft and other

fun activities for small groups of children with

a charge applied to recover cost of materials.

J Siemens 25% 6 holiday activity sessions were offered in the July school break. 46

attendances for paper, bead and other creative craft activities. A

Wizard of Oz diorama was created for display in the library.


COUNCIL STRATEGY

1.2.3 Increased educational opportunities provided locally


Work with organisations to increase the

quality and diversity of educational

opportunities available locally

To be involved in the Cobar Interagency and Schools Business

Community Partnership Governing Committee to increase

educational diversification and opportunities.

G Woodman 25% Appropriate liaison with the Cobar Interagency

and ORANA Education, Skills Industries and

Communities Governing Committee.

Provide educational opportunities at

Cobar Shire & TAFE Library

Library staff provide basic instruction in the use of computers

and the internet to small groups of adults.

J Siemens 25% Basic computer instruction offered every

Thursday during school terms in Q1. 14

attendances.

COMMUNITY OUTCOME

1.3 Families are supported, social inclusion is valued and families who relocate to Cobar stay in Cobar

COUNCIL STRATEGY

1.3.1 Parents are supported in their role to raise their children and services are available to assist them to build their parenting skills


Cobar Shire and TAFE library staff

support parents via library services and

outreach

Library staff liaise with local parent groups to develop

appropriate library services and develop the early literacy of

local parents.

J Siemens 25% Liaised via e-mail notification of events and

resources.

Cobar Shire and TAFE library staff

support parents via library services and

With story time sessions, Library staff provide activities for

children aged 6 months to 5 years, and model early literacy for

J Siemens 25% Pre-school storytime, rhyme & craft sessions

offered every Wednesday in Q1. 104


outreach parents. attendances.

COUNCIL STRATEGY

1.3.2 Increase the supply of childcare and preschool places and options


Administer and coordinate

Family Day Care

Administration of CCB & CCR for all eligible families enrolled

in FDC.

K Lennon 25% We administer CCB and CCR each week according to

government rules, policy and legislation.


Family Day Care

Conduct home visits to FDC educators to provide support,

training and monitoring.

K Lennon 25% All family day care educators are on a calendar of visits to

ensure they are monitored appropriately.


Family Day Care

Conduct regular educator meetings and Parent information

nights.

K Lennon 25% Four educator meetings have been held this quarter.


Family Day Care

Enrol and support families and children for Family Day care. K Lennon 25% All families who enrol with our service are processed and

supported as per our policy.


Family Day Care

Maintain and update policies and procedures for FDC to

keep abreast of changes to National Regulations and Quality

Framework concepts and new information.

K Lennon 50% All policies have been reviewed, updated and sent to educators

and families for feedback and then ratified by Council.


Family Day Care

Provide interesting and stimulating excursions and events

for children and educators with Far West FDC.

K Lennon 25% The children participated in an excursion to Mt Grenfell this

quarter.


Family Day Care

Recruit and support Family Day Care Educators. K Lennon 50% In this quarter 1 new educator started.


Family Day Care

Supervise and monitor Educators. K Lennon 25% All family day care educators are on a calendar of visits to

ensure they are monitored appropriately.

Administer and coordinate Support Educators working towards qualifications ready for K Lennon 25% There are 5 educators currently working on qualification's and


Family Day Care 2014. staff are doing whatever we can to support this.


Family Day Care

Support Implementation of “Early Years Learning

Framework” into educator curriculum.

K Lennon 25% This is an ongoing aim and all stakeholders are working together

to ensure this happens.


Family Day Care

To provide phone contact and support to all families and

educators whilst care is occurring.

K Lennon 25% Staff are always available when care is occurring.


Family Day Care

Update & maintain educator manuals and family

information packages.

K Lennon 25% All manuals and information packages have been updated and

are in use.


Family Day Care

Write and distribute quarterly newsletters to Families and

Educators.

K Lennon 25% Newsletters are sent out via email and post as needed.


In-Home Care

Administration of CCB and CCR for all eligible families

enrolled in IHC.

K Lennon 25% We administer CCB and CCR each week according to

government rules, policy and legislation.


In-Home Care

Conduct home visits to IHC locations for support and

monitoring purposes.

K Lennon 25% Visits commenced.


In-Home Care

Enrol and support families and children for In Home Care

Services.

K Lennon 25% All families who enrol with our service are processed and

supported as per our policy.


In-Home Care

Monitor implementation of National IHC standards. K Lennon 25% Policies and procedures are being reviewed to ensure they

comply and will then be forwarded to educators.


In-Home Care

Monitor implementation of National IHC standards. K Lennon 25% Policies and procedures are being reviewed to ensure they

comply and will then be forwarded to educators.


In-Home Care

Provide craft and activity packs to IHC educators 4 times per

year.

K Lennon 25% Fathers Day packs distributed.


In-Home Care

Provide educator meetings and training to isolated IHC

educators.

K Lennon 25% Staff workload and weather conditions have prevented these.

Administer and coordinate Recruit and support In Home Care educators. K Lennon 25% Although this is traditionally a quieter period for new Educators

we have registered 10 new educators for both Far West In


In-Home Care Home Care and NSW In Home Care.


In-Home Care

Supervise and monitor IHC educators. K Lennon 15% During this quarter 3 In Home onsite visits have been

conducted.


In-Home Care

Support implementation of Early Years Learning Framework

into educator curriculum.

K Lennon 25% This is an ongoing aim and all stakeholders are working together

to ensure this happens.


In-Home Care

Update and maintain educator manuals and family

information packages.

K Lennon 25% All manuals and information packages have been updated and

are in use.

Administer the After School

Care Program

Administration of CCB & CCR for all eligible families enrolled

COOSH.

K Lennon 25% CCB and CCR are processed each week according to

Government rules, policy and laws.


Care Program

Enrol and support families & children to maintain

enrolments of 30 per session.

K Lennon 25% With colder weather the numbers have moved around a bit and

we have averaged 24- 27 per session.


Care Program

Maintain and update policies and procedures to support

implementation of “My Time Our Place” OOSH Framework

document & OOSH national Quality Framework.

K Lennon 25% All policies have been reviewed , feedback sought from parents

and then ratified by Council.


Care Program

Provide interesting and stimulating craft, activities &

excursions for children with COOSH.

K Lennon 25% Each week a program of activities is planned and implemented

for the children at COOSH.


Care Program

Recruit and support 3 COOSH educators. K Lennon 25% We currently are operating with 2 Educators for COOSH and

other staff are covering when needed.


Care Program

Update & maintain family information packages. K Lennon 100% Completed and new packages in use.


Care Program

Write and distribute newsletters to families. K Lennon 25% Newsletters are sent out via email and post as needed.

Facilitate the expansion of

child care positions

Investigate alternative options under current regulations

and funding agreements to increase the available child care

options.

K Lennon 0% At this present time the National Regulation is actually going to

see a drop in the number of child care positions in Jan 2014 and

we are working towards coping with that for families.


Facilitate the availability of

child care and preschool

places and options.

Lobby to have an increase in availability of child care and

preschool places to meet demand in Cobar.

G Woodman 0% No action in this quarter.

COUNCIL STRATEGY

1.3.3 Increase the knowledge of the community on the range of services available in Cobar Shire and how to access them


Have information readily available to the

community and new residents

Have an easy to access and navigate Council website that is

relevant and a useful resource for residents and visitors.

G Woodman 75% Website continually updated and

arrangements in train for upgrade.

Have information readily available to the

community and new residents

Update all sections of Council’s webpage, including Our Town

and Shire.

G Woodman 25% Website updated regularly.

Have a relevant and updated Community

Services Directory readily available.

Update the Community Services Directory and have it easily

available online and distribute it through New Resident Packs.

G Woodman 25% Appropriate updating of Community

Services Directory.

COUNCIL STRATEGY

1.3.4 Have family orientated activities to encourage families to socialise in the community


Plan, organise and promote

festivals, celebrations and

activities in the Shire

Manage the successful conduct of the Festival of the

Miner’s Ghost through the Festival of the Miner’s

Ghost Organising Committee.

J Martin 25% The 2013 Festival of the Miners Ghost program of activities and

events is now completed and will be advertised throughout Cobar

Shire and the wider region.

Plan, organise and promote

festivals, celebrations and


Organise Australia Day celebrations and Senior

Citizen's Week events.

J Martin 25% Council applied for a $1,000 grant to run Senior's Week activities in

2014. Council has registered a request for an Australia Day

ambassador to Visit Cobar for Australia Day 2014.


COMMUNITY OUTCOME

1.4 A generous, engaged and participative community with a strong community spirit

COUNCIL STRATEGY

1.4.1 Support volunteer organisations by encouraging volunteerism across all age groups and supporting organisations with professional

assistance, advice and services


Provision of information on grant

availability and assistance in

accessing grants to community

groups

Distribute information on available grants to

community organisations through the

Community Services Database.

A Shepherd 25% Grants information distributed and a number of

organisations assisted, particularly with developing

applications under the Community Building

Partnerships program. Many childrens and arts groups

encouraged to develop ideas to be funded under the

CASP program.

Facilitate capacity building of

community groups

Seek grant funding to run workshops to build

capacity of community organisations to

improve governance.

A Shepherd 20% Few opportunities available, however have

approached Outback Arts for assistance in providing a

grant writing course or one to assist community

organsations to develop and maintain their own

websites.

COUNCIL STRATEGY

1.4.2 Business supports local events, organisations and activities


Work with local organisations to Assist sporting, community and business J Martin 25% The MTPR communicates with all local clubs and

groups to help them promote their activities and


build on current activities groups to promote major events. events within Cobar Shire and the wider region.

COUNCIL STRATEGY

1.4.3 Develop initiatives to maximise the benefits and minimise the negative impact of shift work and FIFO/DIDO on the community


Work with local business and

government agencies to identify

where changes can be made or

initiatives developed to reduce the

negative impacts

Liaise with local business and government

agencies to help identify and initiate changes

to reduce the negative impacts.

A Shepherd 25% Continued discussions and a watching brief on

proposed changes to mining rosters. Held discussions

at the Business Association. Hosted a student visit

from RMIT (5th year Urban Planning/Design students)

undertaking a FIFO course and provided follow up

material as requested.

COUNCIL STRATEGY

1.4.4 Support Aboriginal people and organisations to increase the broader community’s awareness ad recognition of local Aboriginal cultural identity in

Cobar and to assist in meeting the targets set out under the current government policy of ‘Closing the Gap’.


Undertake activities to increase

awareness of Aboriginal culture in

the Cobar Shire

Liaison with Aboriginal stakeholders to

determine and undertake appropriate

activities that increase awareness of

Aboriginal culture.

G Woodman 25% Appropriate liaison undertaken through Cobar

Interagency and Cobar Domestic Violence Committee.

Improved coordination of the

activities and planning of Council,

Cobar Community Working Party,

Cobar and Murrin Bridge Local

Aboriginal Lands Councils and

Liaison Group established at officer level to

improve the coordination of activities and

planning.

G Woodman 5% Liaison group yet to be established. However Manex

Officers are being proactive with liaison and the

addressing of issues.


Mount Grenfell Board

COUNCIL STRATEGY

1.4.5 Support arts and cultural organisations, activities and facilities


Support Outback Arts and cultural


Provide annual funding to the Regional Arts

Development Officer.

G Woodman 25% Funding provided in accordance with Annual

Operational Plan Budget.

Facilitation of cultural workshops

and activities

Arrange and update exhibitions and displays

annually at the Great Cobar Heritage Centre

and promote exhibitions.

J Martin 25% The Peak Gold Mines personnel are working with the

Great Cobar Heritage Centre's curator to update Peak's

information in the GCHC.


and activities

Complete the cataloguing and conservation

project for the collection at the Great Cobar

Heritage Centre.

J Martin 25% The curator at the Great Cobar Heritage Centre is

continually working on updating the collection's

catalogue and reviewing the condition of the objects

which are both on display and in storage.


and activities

Receive objects at the Great Cobar Heritage

Centre that are relevant to Cobar’s history

and are compliant with the Collections

Policy.

J Martin 25% The Great Cobar Heritage Centre has a Cobar Shire

Council adopted collection policy which is managed

and strictly adhered to by the curator.

Investigation into the need for

additional cultural facilities in the

Shire

Identify possible grant funding sources to

fund the development of a Cultural Plan for

the Shire and undertake consultation with

the community to identify the priority

projects in developing an appropriate

Cultural Plan.

A Shepherd 0% No grant funds available.


COMMUNITY OUTCOME

1.5 A healthy and active community

COUNCIL STRATEGY

1.5.1 Provide appropriate health care options and services both within the Shire and the region


Lobby NSW Government and

Federal Government to ensure high

quality health care services,

including those offered out of

Cobar Hospital and aged care are

available in Cobar Shire or are

easily accessible where it is not

possible to have them provided

locally

Monitoring of levels of aged care provided at

the Lilliane Brady Village.

G Woodman 25% Appropriate levels of occupancy maintained with high

standards.

Lobby NSW Government and

Federal Government to ensure high

quality health care services,

including those offered out of

Cobar Hospital and aged care are

available in Cobar Shire or are

easily accessible where it is not

possible to have them provided

locally

Participation in the Cobar Hospital Services

and Facilities Upgrade Committee.

G Woodman 25% No action to date in regard to the Cobar Hospital

Services and Facilities Committee. Appropriate

attendances of Cobar Health Council.


COUNCIL STRATEGY

1.5.2 Support for the Cobar Primary Health Care Centre model to ensure that it remains viable


When appropriate, assist financially

and lobby to support the CPHCC

model to ensure good access to

local medical practitioners and to

increase the level of allied health

care services provided locally

Coordination of financial support for the

CPHCC.

G Woodman 100% Action now with CPHCC to contact mines for support.

When appropriate, assist financially

and lobby to support the CPHCC

model to ensure good access to

local medical practitioners and to

increase the level of allied health

care services provided locally

Participation in the Cobar Interagency to

help identify and improve the level of allied

health care services provided locally.

G Woodman 25% Appropriate participation arranged for the Cobar

Interagency.

COUNCIL STRATEGY

1.5.3 Increase the use of Council owned and other sporting and recreational facilities across the community


Increase the use of the Cobar Youth

and Fitness Centre

Develop a gym equipment replacement

program.

D Parisi 25% The Centre is developing a replacement program for

the gymnasium. Two treadmills have been replaced

this quarter.


and Fitness Centre

Develop, implement and review Marketing

and Action Plan for the Cobar Youth and

Fitness Centre with the focus on new user

D Parisi 0% Draft has been submitted to Director of Corporate and

Community Services and is on hold pending cost


groups. reduction review


and Fitness Centre

Maintain existing gym equipment. D Parisi 25% The gymnasium equipment is inspected each day and

repairs and maintenance are undertaken when

required.


and Fitness Centre

Run local sporting competitions at the

Centre.

D Parisi 25% Mixed Soccer, Mixed Netball and Mixed Squalleyball

were advertised this quarter. All competitions are

running, with 5 Netball teams (51 registered players),6

squalleyball teams(54 registered players) and 5 soccer

teams (57 registered players). Fitness Classes are well

attended Monday, Tuesday, Wednesday and Thursday

nights and Monday Wednesday and Friday mornings.

All activities are advertised in the local newspaper and

on Facebook.

Contract management of the Cobar

Memorial Swimming Pool

Supervise the correct operation and

maintenance of all pool infrastructure along

with promoting the facility also facilitate the

learn to swim campaign.

T Wark 0% The pool was not open during this quarter.

Contract management of the Cobar

Memorial Swimming Pool

Supervision of pool operations ensuring

safety and convenience for all patrons is

paramount.

T Wark 0% The pool was not open in this quarter.

Maintain the skate park to a high

standard

Facilitate the Skate Park Facility Steering

Committee.

T Wark 0% No Skate Park Facility Steering Committee meetings

were held in this quarter.

Maintain all Council parks and

reserves, including plants, trees

and public facilities

Appropriate signage erected to indicate

prohibited activities in parks and reserves.

T Wark 0% No signage was erected in this quarter.




Carry out regular patrols of parks & reserves. T Wark 25% Regular patrols undertaken.





Inspect and rectify defects of physical assets

such as irrigation systems within 3 working

days.

T Wark 25% All Council irrigation systems were maintained to

ensure that the systems were continuing to operate

efficiently and effectively. There was very minimal

breakdowns as a result of this.




Inspect and rectify defects of physical assets

such as playgrounds and park furniture

within 3 working days.

T Wark 25% All inspection and rectification works on physical

assets such as playgrounds and park furniture have

been completed within 3 working days.




Maintenance of sporting ground and

associated facilities.

T Wark 25% All maintenance works on sporting grounds and

associated facilities was completed. This saw these

facilities always presented in a very good condition for

sporting events.




Provision of a regular gardening and turf

maintenance service.

T Wark 25% Council has maintained a regular garden and turf

maintenance service on all required areas within the

Shire. This saw all designated garden beds and turf

areas kept tidy and asthetically pleasing for the

community to enjoy.




Tree pruning and husbandry of trees. T Wark 25% All Council trees are maintained in a safe and healthy

condition.

COUNCIL STRATEGY

1.5.4 Provide adequate infrastructure to care for older residents locally


Provide appropriate services for

residents at the Lilliane Brady

Village

Develop annual budget to ensure adequate

resources to enable appropriate services are

maintained.

S Huon 25% •2013 -2014 budget developed. Quarter 1 running on

budget with 22% of budget expended & 22.74% of

income received.

•Occupancy rate for Quarter 1 was 99.49% for Hostel


and 99.33%for Nursing Home. Occupancy is currently

100%.

•Comprehensive assessments and documentation of

residents care needs were completed as per facility

protocol on the 4 new residents entering facility in

quarter 1 to enable ACFI claims to be maximised.



Village

Develop, implement and review systems to

ensure services are provided according to

the needs of residents.

S Huon 25% •Audits completed in Q 1 - infection control,

housekeeping, laundry services, resident accident &

incidents. No issues identified.

•Two post admission resident surveys were

distributed. 1 returned with no issues.

•Surveys distributed to all volunteers with a positive

response. Issue raised - the lack of RAO staff resulting

in reduction of recreational activities and outing for

the residents

•Annual surveys sent out to all residents and persons

responsible.80% of surveys returned from Nursing

Home residents - majority happy with service and level

of care. One resident had multiple minor issues. 100%

of surveys were returned by Hostel residents - 5 issues

raised. 19% of Person Responsible surveys were

returned. Several issues were raised from one family

member. All issues raised are in the process of being

followed up and addressed within resources and

staffing capacity.

•Staff surveys have been distributed to all staff to be

reported in next quarter.



Village

Ensure adequate and appropriately skilled

and qualified staffs to ensure all services are

delivered in line with facility mission

statement and policies.

S Huon 25% •Staffing levels have been maintained in line with the

master roster and organisational structure.

•Positions filled this quarter – AIN x5 (casual), RN

(casual. All staff have completed the orientation

program.

•Nil resignation was received.


•2Positions remain vacant - PPT RAO(22hrs/week). 3

staff progressing with Cert 111 in Aged Care funded via

grant money.



Village

Maintain health and personal care of all

residents according to their needs and

maintain resident lifestyle, rights and

choices.

S Huon 25% •Both Hostel and Nursing Home sections are

accredited until August 2015 having met all 44

outcomes when audited by the Aged Care Standards &

Accreditation Agency in June 2012.

•There have been no unscheduled visits during quarter

1.

•Comprehensive assessments were completed as per

facility protocol on all residents to enable appropriate

care.

•Resident care needs were regularly reviewed

(monthly for high care residents and 3 monthly for low

care residents) as per policy by nursing staff.

•Residents have a choice of GP and these GPs have

visited the facility on a weekly basis (additionally if

requested by nursing staff) to review resident medical

management.

•Allied health services such as dietician, podiatry and

hearing services were provided to those residents that

required them. Several residents were assisted to

access specialist medical services in Dubbo during

quarter 1.



Village

Promote community awareness and

encourage ongoing resident involvement in

community events.

S Huon 25% •Community visitation & involvement in the facility

included: - visitation and religious services by clergy of

all denominations, weekly exercise every Monday run

by community volunteers, Cobar High School student

placements for VET and work experience programs,

placement of TAFE students completing Cert3 in aged

care work placement and weekly visits by St Johns

school students.

•Men are able to attend Men’s Shed at Ward Oval on a


Tuesday or Friday – no one currently attending.

•The Facility publishes a quarterly newsletter for

residents, family and friends, a copy of which was

circulated in August 2013 – next edition due in

November.

•The facility Recreational Activities Officer returned

from maternity leave 2 days per week which meant

outings in the community were limited & in-house

activities were limited to those coordinated by Pink

Lady volunteers on days when RAO not available.

Recruitment for additional staffing in progress.



Village

Provide a transparent mechanism for

concerns and complaints management from

all stakeholders.

S Huon 25% •POL/GM2 Comments, Suggestions & Complaints

covers the protocol & procedures for complaint

resolution & escalation process for Lilliane Brady

Village.

•The facility maintains a register for all complaints.

Investigation & resolutions including any actions

required such as staff training, resources etc have

been recorded.

•There were a total of 3 complaints received for the

quarter: - 1 from a family member, 0 resident and 2

from staff. All were followed up in line with policy &

procedures.

•Pol/RM17 Compulsory Reporting covers process for

reporting & responding to physical & sexual abuse of

residents. There were no reportable incidents for

quarter 1.


COMMUNITY OUTCOME

1.6 A safe and clean community

COUNCIL STRATEGY

1.6.1 A more visible and engaged police presence


Work with police and licensed

premises to promote a safe

community

Attendance and commitment to the Cobar

Police Community Precinct Committee.

G Woodman 25% Appropriate attendance undertaken.

Work with police and licensed

premises to promote a safe

community

Provide secretariat services for the Cobar

Liquor Accord.

G Woodman 25% Appropriate secretariat work undertaken.

Work with Police, Cobar Business

Association And the Crime

Prevention Committee to

undertake a Community Safety

Audit.

Provide secretariat services for the Cobar

Crime Prevention Committee.

G Woodman 25% Appropriate action taken on implementation of the

Crime Prevention Strategy and Plan Action Plan.

COUNCIL STRATEGY

1.6.2 Implementation of the Cobar Crime Prevention Plan and Strategy


Removal of graffiti and recording of Supervise and liaise with Urban Supervisor T Wark 25% Council is very proactive in regards to the removal of


graffiti incidents the removal of graffiti and ensure all

evidence is taken and recorded

appropriately.

graffiti and has consistently been eradicating the

vandalism within a 4 hour period. All evidence is taken

and recorded on the relevant file by the Urban

Supervisor.

Implementation of actions outlined

in the Cobar Crime Prevention Plan

and Strategy

Undertake a Community Safety Audit. A Shepherd 0% Scheduled for Q3.

Implementation of actions outlined

in the Cobar Crime Prevention Plan

and Strategy

Update the action list for the Crime

Prevention Plan.

A Shepherd 25% Actions being progressed. CCTV grant application to

the Australian Government unsuccessful. Results of

community consultation reported to the August

Council meeting.

Lobby for a full-time domestic

violence case worker based in

Cobar

Approach all agency and grant sources with a

robust business case

A Shepherd 10% No progress made in finding funding or developing a

business case for a permanent DV worker in Cobar.

Council has sponsored a grant funded project

application for a Reclaim the Night and education

awareness project.

COUNCIL STRATEGY

1.6.3 Encourage safe and sustainable development


Undertake regulatory obligations in

relation to building and

development

Assess and determine all relevant

applications as outlined under Section 68 of

the Local Government Act 1993

G Ryman 25% Applications determined as required under Section 68

of the Local Government Act.



development

Carry out critical stage and other progress

inspections required to ensure completed

projects complies.

G Ryman 25% Mandatory critical stage inspections undertaken as

requested.




development

Complying Development applications

assessed and approved in accordance with

statutory standards requirements and

Council Codes.

G Ryman 25% Applications generally determined in the statutory

timeframes.



development

Develop an On-site Sewage Management

Register for existing systems in priority areas.

G Ryman 20% Database of properties within priority areas

completed. Register complete for new systems and

recent approvals relating to existing systems.



development

Development Applications assessed and

approved in accordance with statutory

standards and requirements and Council

Codes.

G Ryman 25% Development Applications assessed and approved in

accordance with standards and requirements.



development

Inspect all development when required by

approval so as to ensure compliance.

G Ryman 25% Mandatory critical stage inspections undertaken as

requested.



development

Process applications for Section 149

Certificates.

G Ryman 25% Certificates processed as received.



development

Provide approval and inspection services for

the installation of sewage and drainage

services.

G Ryman 25% Inspections carried out as required.



development

Provide registration, approval and inspection

for applications to install and operate On-Site

Sewage Management Systems.

G Ryman 25% Applications for installation and operation of On-Site

Sewerage Management Systems processed.

Implement the Cobar LEP and

development control plans

Identify required Development Control Plans

to support Cobar LEP 2012.

G Ryman 0% Preparation of Development Control Plans not

progressing due to limited resources and pending

legislative changes. No action required to develop

further planning controls for intensive agriculture or

rural industry activities. Need for urban controls to be

considered under the proposed new planning system


for NSW.

Implement and maintain an

appropriate register for leases,

licences and land

Maintain the Lease, Licence & Land Register. H Holder 25% Lease, Licence and Land Register is being maintained.

COUNCIL STRATEGY

1.6.4 Provide and maintain safe and serviceable public facilities and infrastructure


To provide the community with an

aesthetically pleasing and clean

urban environment

Manually street sweep the CBD to

supplement the mechanical operations to

ensure a clean and aesthetically pleasing

environment.

T Wark 25% Council completes manual street sweeping works daily

to supplement the mechanical operations. This has

ensured a clean and asthetically pleasing environment

in the urban area.



urban environment

Mechanically clean the streets in the urban

area to provide suitable environment for the

community.

T Wark 25% The CBD area is mechanically cleaned five days a week

to ensure a suitable environment is provided for the

community.



urban environment

Regularly clean and maintain amenities

building in accordance with frequency of use.

T Wark 25% Council has regularly cleaned and maintained amentity

buildings in accordance with their frequency of use.



urban environment

Review the Street Sweeping Program and

implement an improvement action plan.

T Wark 25% The Street Sweeping program has been reviewed and

an improved action plan has been developed and is

currently being implemented with positive results

being achieved.

To have systems in place for Cobar

and village communities to

maintain and control their public

halls and the Nymagee Old School

Development of Cobar Town Hall Cinema

Improvement and Operational Action Plan.

G Ryman 0% No budget allocation for improvements to facility.

Facility currently leased to the Western Studio of

Performing Arts for one year. Will continue to seek


Community Centre funding to undertake works in conjunction with users.





Community Centre

Maintenance and repair in consultation with

the local Management Committee for

Euabalong Library and community hall.

G Ryman 10% Draft licence agreement prepared for the management

and occupation of village community facilities.

Awaiting consultation with Committee.





Community Centre

Maintenance and repair in consultation with

the local Management Committee for Mount

Hope Hall.


and occupation of village community facilities. Will

continue to seek funding to build accessible toilets

within the hall.





Community Centre

Maintenance and Repair in consultation with

the local Management Committee for

Nymagee Hall.


and occupation of village community facilities. Will

continue to seek funding to undertake additional

kitchen works. Council assisted the Nymagee Progress

Association to apply for a Community Building

Partnership grant to complete the kitchen.





Community Centre

Supply electricity to the Nymagee Old School

Community Centre.

G Ryman 20% Draft licence agreement is prepared for the

management and occupation of village community

facilities, waiting for Nymagee Progress Association to

finalise.

Improve disability access to Council

buildings and facilities to improve

their accessibility by older people

and people with a disability

Install disability access to Council buildings as

funding becomes available.

G Ryman 25% Grant funding currently being used to install accessible

unisex toilet facility at Ward Oval as part of the Men's

Shed expansion. Will continue to seek funding for

accessible toilets at other Council facilities.


COUNCIL STRATEGY

1.6.5 Provide protection from fire, natural disasters, public health and other threats to the community


Have systems in place to allow a

rapid response to a fire emergency

within the Rural Fire District

Development, reporting and implementation

of Rural Fire Service (RFS) facilities asset

management plan and a minimum five (5)

year rolling works program.

I Maidens 0% Limited resources available.





of Rural Fire Service plant and equipment

replacement program.

I Maidens 25% Rural Fire Service plant and equipment replacement

program in place by RFS.




Have a response system, which will allow a

response to an emergency within a

reasonable timeframe.

I Maidens 25% Response and call-out system in place.




To have a rural community develop an

approach to hazard management to

minimise the threats of uncontrolled fire.

I Maidens 25% Appropriate organisation and resources in place.




To maintain an organisation to provide the

human and physical resources to assist with

the control of rural fire threats.

I Maidens 25% Appropiate organisation and resources in place.

Have contingency plans in place to

minimise the damage from threats

from natural disasters

Develop Rural Addressing Program. P Graf 25% Rural addressing progressing with the property

numbering system 70% complete. Pamphlet has been

drafted and implementation of numbering in the field

to be planned subject to funding.



To ensure reasonable strategic planning is

made to establish local disaster management

plans which consider the risks to local

P Graf 10% EMPLAN in place and regulary reveiwed.


from natural disasters communities and have in place relevant

disaster management plans which cover the

reasonably foreseeable risks within the

community.



from natural disasters

To establish an effective and relevant Local

Emergency Management Committee to co-

ordinate Emergency services with the

community.

P Graf 25% Effective and relevant Local Emergency Management

Committee in existence. Meets quartely.

Preserve and enhance public health

by regulating and inspecting all

relevant premises

All food shops and licensed premises

inspected.

P O'Brien 25% Inspections of food shops continuing. Obligations

under the partnership with the Food Authority on

target.

All food service premises, including hotels, motels,

retail food shops, cafes and restaurants inspected.

Improvement Notices issued to several food service

premises. Numerous serious food safety breaches

detected. These include unsafe, contaminated food

and utensils, inoperative refrigeration and poor

hygiene. Vermin and rodent infestations.

Several Penalty Infringement Notices issued for serious

offences. Approximately $15,000 in fines issued.



relevant premises

Appropriate Public Health Education

Campaign conducted.

P O'Brien 0% Limited resources available.



relevant premises

Investigation of public health incidents. P O'Brien 25% No public health incidents reported.



relevant premises

Prepare and provide appropriate reports and

information for administration and budget.





relevant premises

Public swimming pools inspected and water

samples taken.



Key Activity: Economy

COMMUNITY OUTCOME

2.1 A vibrant shire that promotes and supports business growth and retention, development and investment

COUNCIL STRATEGY

2.1.1 Provision of business services locally


Facilitate business development in

the Shire

Facilitate business opportunities within

Cobar and promote the region.

G Woodman 25% Economic Development Strategy Action Plan been

developed. Continuous liaison with prospective

businesses. Support provided to Cobar Enterprise

Facilitation Committee, Executive Membership of

Committee and liaison with industry bodies for

funding.

COUNCIL STRATEGY

2.1.2 Skills attraction initiatives


Work with relevant government

organisations, including Regional

Development Australia – Orana,

Work with Regional Development Australia –

Orana Inc and Industry and Investment (I&I)

on economic development issues within

A Shepherd 25% Participated in the Regional Plan Update by RDA

Orana. Continued to work with I & I regarding Round

One of the Resources for Regions program. Neither


and NSW Industry and Investment

to attract skilled people to Cobar to

work.

Cobar Shire. organisation has been able to source funding for an

economic study of the Shire, however RDA is

undertaking a regional data collection project that will

assist in the future.

COUNCIL STRATEGY

2.1.3 Develop and implement an Economic Development Strategy


Implement the action plan outlined

in the Economic Development

Strategy.

Report on the implementation of the

Economic Development Strategy.

A Shepherd 25% Matters progressed as opportunities arose.

Promote economic development

within Cobar Shire

Work with neighbouring councils to promote

economic development across the region.

A Shepherd 25% Continued to work with neighbouring Councils on

economic development issues. Participated in the

2013 Country Living Expo in Sydney in early August as

part of the RDA contingent, as an exhibitor only, no

physical attendance.

COUNCIL STRATEGY

2.1.4 Encourage people to shop locally


Administer the Cobar Quids

program

Monitor, dispense and reconcile Cobar Quids

on a daily basis.

J Brown 25% Cobar quids are dispensed, received and reconciled

daily.

Be an active member of the Cobar

Business Association

Strive to bring affordable, quality training

and workshop opportunities to Cobar

business operators through the activities of

A Shepherd 10% Ideas for training and workshops identified, however

no funding available to progress.


the Association.



Undertake the secretarial role for the

Association.

A Shepherd 25% Continued to provide secretarial support for the Cobar

Business Association, with all three meetings for the

quarter attended, minutes distributed and actioned,

and monthly newsletters developed.



Work with the Cobar Business Association to

support local business initiatives such as the

Great Cobar Business Awards, shop local

promotions and other activities.

A Shepherd 25% Undertook awards preparation and running of the

2013 Great Cobar Business Awards. The Association

launched at the awards presentation night the Shop in

Cobar First promotion.

COUNCIL STRATEGY

2.1.5 Diversify the business base of the Shire and strengthen local businesses


Continued support for the Cobar

Enterprise Facilitation project

Work with the Cobar Enterprise Facilitation

group to progress the CEF project by sitting

on the Board of Management and assisting

with fundraising activities, particularly by

working with government agencies and

attracting government funding.

A Shepherd 25% In regular contact with Cobar's Enterprise Facilitator

on the progress of the project and any issues he is

facing. Also been developing and progressing a

proposal to increase funding for the project through

sponsorship and industry funding to again see the

project sustainable into the future. Once this funding is

secured the project will be revamped and relaunched.

Investigate the availability of

industrial land in Cobar and

investigate options for the

development of a new industrial

estate in Cobar

Investigate suitable locations and zoning

issues.

G Ryman 0% Limited resources available.

Investigate the availability of

industrial land in Cobar and

Undertake assessment of need for industrial G Ryman 0% Limited resources available. No identified demand for

creation of additional industrial blocks during


investigate options for the

development of a new industrial

estate in Cobar

land. reporting period.

COUNCIL STRATEGY

2.1.6 Support mining and agricultural industries to keep them strong


Undertake regulatory requirements

in regards to the mining industry

Assess and process Part 4 Development

Applications.

G Ryman 25% Applications generally determined in the statutory

time frames.

Facilitate provision of additional

funding to improve the road

network

Seek Regional Road funding at levels

comparable to neighbouring shires.

P Graf 25% Revise traffic counts to be provided to RMS to ensure

adequate funding for Regional Roads.

Facilitate provision of additional

funding to improve the road

network

Submit applications for road improvements

for appropriate funding providers.

P Graf 25% Tilpa Road funding from RMS Repair Program received.

Resources for Regions submission for road works not

successful. R2R funding available for final year of

current program.


COMMUNITY OUTCOME

2.2 A strong and diverse tourist industry with a focus on customer service

COUNCIL STRATEGY

2.2.1 Develop and implement a Tourism Attraction and Development Strategy


Develop and implement the

Tourism Attraction and

Development Strategy

Development of an appropriate Tourism

Strategy through consultation with the

Tourism Advisory Committee, Business and

the community.

J Martin 25% The local Tourism Management Plan is still a draft

document. MTPR has been working with the Inland

Tourism Organisation on a regional plan which will be

finalised later this year.

COUNCIL STRATEGY

2.2.2 Develop a diverse range of interesting annual events and promote the activities that are on and the cultural experiences that are available in

Cobar to locals and tourists


Market Cobar as an attractive

tourist destination

Attend consumer shows, travel and holiday

expos in the identified target market areas of

Australia and disseminate information on

Cobar’s heritage, natural features, cultural

events and tourist attractions and facilities.

J Martin 25% In September the MTPR working as a member of the

Kidman Way Promotional Committee attended the

Penrith Caravan, Camping and Holiday Expo.The expo

is a three day show which was attended by 30,000

visitors.


tourist destination

Direct mailing campaigns. J Martin 25% The MTPR authorised 1,200 Cobar Shire and Kidman

Way information packs to be sent out in this quarter.



tourist destination

Manage the Visitor Information Centre,

visitor numbers and revenue to the museum

and souvenir shop at the Great Cobar

Heritage Centre.

J Martin 25% The admission fees at the Great Cobar Heritage Centre

increased on the 1st July 2013.

Adult - $11.50

Family - $23.00

Concession- $9.50


tourist destination

Meetings with tour and coach operators. J Martin 25% There were ten coach groups visit the Great Cobar

Heritage centre in this quarter. The GCHC renewed it's

memberships with Expanding Horizons coach booking

service and the Coach Accommodation Specialists

booking agency.


tourist destination

Participate in tourism based organisations,

eg Kidman Way Promotional Committee,

Outback NSW Tourism and Tourism NSW.

J Martin 25% Cobar Shire Council is the acting seretariat of the

Kidman Way Promotional Committee 2013/2014.

Councillor Peter Yench is the Chairperson. Council's

MTPR represented the KWPC at the Penrith Caravan,

Camping & Holiday Expo in September 2013.Council's

MTPR attended four Inland Tourism meetings in this

quarter.


tourist destination

Provide education packages to schools and

universities.

J Martin 25% The curator at the Great Cobar Heritage Centre has a

number of all education packages which are aimed at

different age groups.


tourist destination

Provide the Secretariat for the Kidman Way

Promotional Committee.

J Martin 25% The Kidman Way Promotional Managers from each

Local Government area along the Kidman Way had

two phone meetings in this quarter.


tourist destination

Regular media releases and exposure

through national, state, regional and local

radio, television and print media.

J Martin 25% In this quarter Council's MTPR sent six media releases

to the Cobar Weekly, 2DU, 2WEB, ABC Radio providing

updates re the Festival of the Miners Ghost.MTPR

provided the RM Williams magazine details of the

2013 FOMG which featured in the September Edition.

Develop and implement new ideas Advertise the advantages of the area in J Martin 25% The MTPR provides opportunities for business owners

and operators to advertise their businesses in a


to bring people to Cobar conjunction with private sector operators. number of media forms. Business operators are

encouraged to attend Tourism Advisory Committee

meetings.

Develop and implement new ideas

to bring people to Cobar

Prepare bids to host relevant conferences. J Martin 25% There were no bids for meetings or conferences in this

quarter.

COUNCIL STRATEGY

2.2.3 Diversify tourism activities and increase the utilisation of current attractions


Identify, encourage and assist the

development of existing and new

tourist attractions and facilities

Cobar Caravan Park - provide appropriate

financial advice and reports.

G Ryman 25% Quarterly review of income and expenditure

undertaken.

Identify, encourage and assist the

development of existing and new

tourist attractions and facilities

Regular review of lease agreement and

performance with Caravan Park manager.

G Ryman 25% Reviews undertaken as required by contract.

Work with existing operators and

businesses to promote the benefits

of tourism and expand the tourism

business

Encourage businesses to be receptive to

tourist activity and promote Cobar Shire.

J Martin 25% Business owners and operators are encouraged to

attend Tourism Advisory Committee meetings.Staff at

the Caravan Park, Motels, Cafes, Novelty Shops and

the Great Cobar Heritage Centre reported that the

majority of visitors provide complimentary comments

about their visit to Cobar Shire.

Work with existing operators and

businesses to promote the benefits

of tourism and expand the tourism

business

Promote attendance and participation in the

Tourism Advisory Committee.

J Martin 25% The Tourism Advisory Committee is a sub committee

of Council. The Chairperson is Mr John Dineen, Cobar

Caravan Park. The Committee's role is to organise and

promote tourism in Cobar Shire, facilitate the Australia

Day program of events and the Festival of the Miners

Ghost program of events. TAC meetings are advertised


as "public meetings"so as to encourage as many

people as possible from the community to become

involved.

Install and maintain tourism

signage

Entry to shire, entry to town and tourism

signs are installed and maintained.

J Martin 25% There are three town entry signs that require

upgrading due to their dilapidating condition.

COUNCIL STRATEGY

2.2.4 Increase the range and degree of accommodation in the Shire


Assist to identify potential new

sites and facilitate the

development of accommodation

providers

Provide statutory planning advice to

Councillors, developers, staff and the public.

G Ryman 25% Advice provided on request.

Investigate the need to the develop

the next stage of Pioneer Estate

and undertake development if

required

Estimate market & land availability for future

Residential Land Development.

G Ryman 20% Land identified for future residential development.

Demand for additional residential lots and funding

sources for development not established. Availability

of the land is being promoted on Council's website to

private developers.


COMMUNITY OUTCOME

2.3 A strong business hub operating out of the Cobar airport

COUNCIL STRATEGY

2.3.1 Develop a business case to attract businesses to Cobar Airport


Actively seek out business

opportunities to enhance the

operations at Cobar Airport

Conduct feasibility study into the need for a

Residential Park.

K Page 0% Feasibility study to be undertaken.




Conduct feasibility study into the need for

Light Industrial Land.

K Page 0% Resource limitations restricting progress.




Readvertise in Airport related journals

seeking interested parties to establish

business enterprises.

K Page 5% Negotiating with interested parties in relation to

additional hangar development.


Key Activity: Governance

COMMUNITY OUTCOME

3.1 A well funded Council that is well managed and well governed

COUNCIL STRATEGY

3.1.1 Increase Council’s income stream


Reassess all rates, fees and charges Sound revenue management plan in place

including rate recovery, debt recovery,

economic development/business

opportunities and grant funding initiatives.

G Woodman 25% Rate and debt recovery a high priority. Appropriate

reporting undertaken for a proposed Economic

Development Strategy Taskforce. Successful

Commonwealth grant subject to new government.

Undertake private works Undertaken private works for property

owners, contractors and RMS.

P Graf 25% Private Works undertaken in particular RMS this

quarter.

Increase grant funding received Apply for grants to assist Council to

undertake activities outlined in the Annual

Operational Plan.

G Woodman 25% Appropiate grant applications completed - Resources

for Regions, RDAF Round 3 and Round 5.

Regular monitoring and reporting

of expenditure

Appropriate process in place to report to and

consult Council on significant proposed

variations of the Budget/Management Plan

or Delivery Plan/Operational Plan.

G Woodman 25% At present no major negative variation to

Budget/Delivery Plan/ Operational Plan.


Regular monitoring and reporting

of expenditure

Major elements of the Budget or Delivery

Plan/Operational Plan are achieved.

G Woodman 25% No major elements of budget or Annual Operational

Plan behind.

Undertake rating functions of

Council

Levy and issue rates. J Brown 100% The rates were levied on the 1 July 2013 and issued on

the 8 July 2013.


Council

Process Pension Rebate Claims. J Brown 90% Pensioner rebates have been processed as part of the

2013-2014 rates levy for 277 eligible pensioners.

The annual pensioner concession subsidy claim has

been submitted for processing.


Council

Recovery of outstanding rates. J Brown 25% The total arrears at the 30 June 2013 of $657,011.76

has been reduced to $$231,763.17.

The percentage of total rates outstanding is 60.81%.

Effectively manage Council

investments

Optimum investment of Council’s surplus

funds in accordance with Council's

Investment Policy.

J Brown 25% Council's funds have been invested in accordance with

Sec. 625 of the Local Government Act 1993, Clause 212

of the Local Government (General) Regulation 2005

and Council's Investment Policy. For the quarter ended

30 September 2013, Council's investments had earned

$45,000 interest from two approved banking

institutions. A monthly investment report including

investment details and balances as at month end and

income earned for the month is included in Council's

monthly Business Paper.


COUNCIL STRATEGY

3.1.2 Implement a modern Section 94 Plan and Section 64 Plan to fund future infrastructure through developer contributions


Manage income received from the

Section 94 Plan and the Section 64

Plan

Appropriately report on contributions

received and works programming required

for project contained within the

contributions plan and Council's Community

Enhancement Program.

G Ryman 25% Database of contributions received and sources of

contributions established.

Develop a Section 64 Plan Prepare a Section 64 Plan. P Graf 100% Adopted March 2013.

COUNCIL STRATEGY

3.1.3 Investigate how to reduce the cost of Council’s community facilities through partnerships with other organisations


Investigate partnership options,

and enact if advantageous for the

Cobar Youth and Fitness Centre

Seek and initiate discussions with potential

appropriate partners.

K Miller 0% PCYC again declined interest in Gym.

Investigate partnership options,

and enact if advantageous for the

Lilliane Brady Village

Undertake a Business & Management Review

to determine most suitable way to manage &

operate the facility.

K Miller 0% On hold as the MPS review is being pursued.


COUNCIL STRATEGY

3.1.4 Minimise risk for Council and the community


Develop and implement a risk

management strategy suitable for

Council operations

Co-ordinate the development of Council’s

Business Continuity Plan and Disaster

Recovery Plan.

K Walsh 0% Scheduled for commencement in Q2.



Council operations

Create an Event Management Plan that will

identify any risk or hazard to Council whilst

planning any activities or events.

J Martin 25% The MTPR is preparing a risk plan for the 2013 Festival

of the Miners Ghost.



Council operations

Develop and implement a Corporate Risk

Management Strategy.

K Walsh 0% A draft risk register is being developed. Once

completed and endorsed by Council's Senior

Management team, this will form the basis of a

Corporate Risk Management Strategy.



Council operations

Manex will direct the attention and the

resources of the organisation towards

managing significant risks and hazards.

G Woodman 10% Risk Register to draft stage.



Council operations

Review insurance levels annually. K Miller 100% Insurance renewed. Further review will be done in

light of revaluations.



Council operations

Staff report hazards and risks to their

immediate supervisor as soon as possible.

G Woodman 20% Simple risks communication systems being developed

and implemented.

Develop and implement suitable

internal audit processes for Council

operations

Carry out Internal Audits. K Miller 0% No internal activity for the quarter.


WHS obligations are met and safe

work practices are promoted and

undertaken

Consult with WHS Committee to take a

proactive stance in promoting a healthy and

safe work environment.

G Woodman 25% Appropriate support provided to WHS Committee and

Project team developing new WHS Manual.



undertaken

Develop, implement and maintain a Risk

Management Strategy suitable for Council's

operations.

K Walsh 15% A draft risk register has been developed and is

currently being reviewed by Council's Senior

Management team.



undertaken

Provide support to Council’s Health and

Safety Committee.

K Walsh 25% Secretarial support and expertise is provided to the

Health and Safety Committee.



undertaken

Re-development of Councils’ WHS

Management System in conjunction with

WHS Committee and employees.

G Woodman 10% Consultant engaged to complete WHS Manual.



undertaken

WHS Policy Development and Maintenance. G Woodman 10% WHS Manual being developed.



undertaken

WHS reviews regularly conducted and

recommendations acted upon.

G Woodman 15% Appropriate WHS auditing undertaken to a developed

schedule.

Administer Council’s

accident/injury/public liability

claims management competently

Effective control of work flow interfaced with

risk reporting.

K Walsh 15% Risk reporting takes place in the form of incident

reports from employees, risk assessments, and the

annual Statewide Risk Management Action Plan that is

endorsed by Council's Senior Management Team.

Ensure that documentation and

records management provide a

framework for easy retrieval and

reference

Compliance with Records Management

obligations.

K Miller 25% All records management obligations met.

Ensure that documentation and

records management provide a

Effective records administration systems and K Miller 25% Effective records administration systems and protocols


framework for easy retrieval and

reference

protocols in place in place.

Reduce workplace accidents and

incidents

Coordinate development and train staff in

Safe Work Method Statements (SWMS).

G Woodman 20% Contractor and Outdoor Staff Induction Day

undertaken that includes appropriate SWMS's.


incidents

Facilitate/coordinate regular WHS audits of

the workplace and monitor implementation

of audit recommendations.

K Walsh 25% A programme of safety inspections has been

developed which is monitored by Council's Health and

Safety Committee. The StateCover WHS self-audit has

been completed.


incidents

Train all workers for their tasks and induct all

workers into the workplace or job site.

G Woodman 25% Both Corporate and Workplace Inductions undertaken.

Contractors and Outdoor Staff Induction undertaken in

quarter.

COUNCIL STRATEGY

3.1.5 Strong governance measures in place


Councillors are well trained and

informed on their roles and

responsibilities

Training provided to Councillors. G Woodman 0% Arrangements in train for financial training, expected

to be undertaken in third quarter.

Strategic policy setting undertaken

by the elected representatives

Assistance in the administrative

management of Council meetings.

G Woodman 25% Appropriate advice in relation to Code of Meeting

Practice undertaken.



Feedback to Councillors on progress with

resolutions and Councillor requests.

G Woodman 25% Appropriate Policy Provision and renewal undertaken.



Mayor and Councillor requests are met

within Council policy.

G Woodman 25% Mayor and Councillor requests appropriately

undertaken with monitoring system in place.




Necessary advice and policy

recommendations provided to Council in

relation.

G Woodman 25% Appropriate advice and recommendation's provided to

Council.

COMMUNITY OUTCOME

3.2 An engaged community that participates in decision making

COUNCIL STRATEGY

3.2.1 Implementation of Council’s Community Engagement Strategy


Engage with the various sectors of

the community as required and to

a level that adequately addresses

the complexity of the issues.

Appropriate attendance of General Manager

at Community groups and external

committees, as appropriate.

G Woodman 25% Appropriate action undertaken in accordance with

Strategy.





Appropriate information in relation to

Council resolutions and deliberations

provided to Directors and relevant staff.

G Woodman 25% Appropriate Council Resolution Status Report

monitored, followed up and reported to Council.





Council’s media presence. G Woodman 25% Positive liaison with the media in relation to Council

and community activities.




Dissemination of information to the media. G Woodman 25% Appropriate provision of information and media

releases.



COUNCIL STRATEGY

3.2.2 Encourage more direct participation and interaction between Council and the community


Provide up-to-date and relevant

information to the public on

Council’s activities

Management oversight provided in relation

to all information from appropriate staff to

Council and the Community.

G Woodman 15% Communication strategies implemented to both

Council Staff and the Community through liaison with

the media.

Provide up-to-date and relevant

information to the public on

Council’s activities

Prepare a quarterly Council newsletter to go

out with the rates notices.

G Woodman 10% Newsletter arranged on behalf of Cobar Water Board.

Council Newsletter expected in the next quarter.

Maintain partnerships with

community organisations, such as

Arts Council, Business Association,

Cancer Council, sporting groups etc

Appropriate networking with the local

government industry and professional

organisations.

G Woodman 25% Continued Membership of the IPWEA and the LGA

Boards. Membership of the LGMA Working Party for

staff sharing attendance of GMAC, OROC and LMWUA

Board Meetings. Commitment to the OROC Human

Resources and Learning and Development Professional

Team as a sponsoring GM.

Increase the participation of youth

in community leadership

Maintain contact with similar organisations

in other local government areas so as to

provide interaction.

D Parisi 25% Limited access with organisations in the other local

government areas due to time/travel/budget

constraints.

Increase the participation of youth

in community leadership

Provide administration and support to the

Cobar Youth Council.

D Parisi 25% Attended 3 Youth Council meetings and 2 Glam It Up

Galz meetings this quarter.No Klub 812 events were

held this quarter.


COMMUNITY OUTCOME

3.3 A well functioning Council that focuses on strategic planning, provides good customer service and secures value-for-money goods and

services

COUNCIL STRATEGY

3.3.1 Good customer service provided by all Council Officers


Focus on the provision of good

customer service by all Council staff


of a Customer Services Policy & Standard.

K Miller 30% Policy complete.

Focus on the provision of good

customer service by all Council staff

Qualitative measures on response and

processing times in relation to queries face

to face, by phone, letter or email.

K Miller 0% Low priority.


COUNCIL STRATEGY

3.3.2 Staff are valued, well trained and able to undertake their roles and functions


Human Resources Coordinate a biennial staff attitude or culture

survey.

K Walsh 50% Survey forms have been distributed and returned.

Results are to be collated and reported to Council's

Senior Management Team.

Human Resources Employees paid appropriately. K Walsh 15% All employees are paid in accordance with state

industrial awards. Skills evaluations will be completed

in Q3 and salary adjustments, if required, will be

implemented.

Human Resources General Manager demonstrated strong and

effective leadership and management

behaviours which transcend the organisation

and are consistent with the “positive” culture

being promoted and actively sought by the

Council.

G Woodman 25% Appropriate leadership and Management behaviours

demonstrated with a positive "Can Do" culture being

developed.

Human Resources Human Resources Management Strategies,

objectives, protocols and outcomes aligned

with Council strategic initiatives, objectives

and applicable legislation.

K Walsh 100% Council's Workforce Plan is contained within Council's

Resource Strategy that underpins the Operational Plan

and Delivery Programme.

Human Resources Implementation of the Employee Expectation

Statement Action Plan.

K Walsh 0% Employee Expectation Statement Action Plan to be

actioned by Council's Senior Management Team.

Human Resources Increase the level of personal interaction and

information dissemination within Council.

G Woodman 25% Council meeting information provided to

Administration Centre staff monthly.

Human Resources Issues and concerns are able to be brought G Woodman 25% Reasonable open door policy implemented.


to the General Manager individually or in

small groups in accordance with Council’s

grievance procedure.

Human Resources Staff consultation by a continuing process

through Consultative Committee.

K Walsh 25% Consultative Committee established. The committee's

constitution is currently under review. Meeting held

29 July 2013.

Maintain and actively use the

Public Libraries NSW Membership

Identify opportunities for information share

and services development.

J Siemens 25% Participated in information sharing activities via e-mail

in Q1.

Good recruitment and selection

processes that promote the

philosophy of ‘recruit for attitude,

train for skills’

Ensure the organisational structure is

appropriate to achieving the Budget or

Delivery Program/Annual Operational Plan.

K Walsh 25% Council's organisational structure has been adopted by

Council. Quarterly budget and operational plan

reviews are undertaken.




train for skills’

Implement Staff Attraction and Retention

Strategy.

K Walsh 15% Staff Attraction and Retention Strategy is in draft form.

It is currently being reviewed by Council's Senior

Management team.




train for skills’

Maintain an up-to-date Organisation Chart in

accordance with Council’s organisation

structure.

K Walsh 25% Council's organisation chart is updated monthly.




train for skills’

Provide appropriate accommodation for key

positions.

G Ryman 25% All Council positions that require housing have

appropriate housing provided.




train for skills’

Provide recruitment services to all

departments and sections of Council and fill

vacant positions within ten weeks of

approval to recruit.

K Walsh 25% Vacant positions are filled as required.


Implement and manage an

Employee Assistance Program for

Council staff

Manage Council’s Employee Assistance

Programme.

K Walsh 25% Employees are aware of the EAP and accessing the

services.

Learning and development Coordinate annual staff appraisals.

Performance Review Processes are in place.

K Walsh 0% Scheduled for Q3.

Learning and development Develop a Performance Management

System.

K Walsh 0% Work has not yet commenced on a Performance

Management System, however the industrial awards

and Council's policies and onboarding procedures are

being followed.

Learning and development Develop and implement Corporate Training

Plan.

K Walsh 50% Preparation documents for plan have been developed.

They are currently under review by Senior

Management Team.

Learning and development Educate staff with clear messages about

Council’s operations, culture and values,

vision and strategic direction.

K Walsh 25% Council's inductions and training include messages

about Council's operations, culture and values, vision

and strategic direction. Flyers are on display in all

Council workplaces communicating these messages.

Workers Compensation/injury

management

Provide a workers compensation and injury

management service to all departments and

sections of Council.

K Walsh 25% Three WorkCover approved Return to Work

Coordinators oversee workers compensation, injury

management and the return to work of injured

workers.

Industrial Relations Organisation chart updated and reported to

management monthly.

K Walsh 15% Council's organisational chart is updated monthly and

reported to Manex regularly.

Industrial Relations Provide advice to management on industrial

matters, and negotiate matters with staff

and industrial bodies.

K Walsh 25% Industrial matters managed satisfactorily with positive

outcomes in the Industrial Relations Commission and

with the relevant industrial unions.

Industrial Relations Review and implement Equal Opportunity

Management Plan.

K Walsh 0% Review not yet undertaken. Current EEO Management

Plan is being adhered to.


Workplace Health and Safety Coordinate an audit program to assist the

organisation to meet its obligations to the

Work Health and Safety Act.

K Walsh 50% WHS self-audit complete. Safety inspections program

established and monitored by Health and Safety

Committee.

Workplace Health and Safety Implement and monitor safety programs to

ensure the organisation meets its legislative

requirements.

K Walsh 15% Sections of Council are meeting these obligations very

well, such as RMS, Children's Services and Aged Care

Services. A corporate WHS Management System is

being developed.

Workplace Health and Safety Provide work health and safety services to

staff.

K Walsh 25% Training, information and advice provided on work

health and safety matters to all staff as required.

Maintain and actively use the City

of Canterbury relationship

Identify opportunities for Council and

community partnerships.

A Shepherd 25% Contact maintained with key City of Canterbury

personnel.



Prepare a Council team to attend the annual

Corporate Leadership Cup.

A Shepherd 25% Discovered very late in the quarter that this would

indeed be happening again in 2013. Arrangements in

train.



Prepare for, and undertake staff exchanges. A Shepherd 10% No staff exchanges undertaken. Corporate Leadership

Cup visit to occur.

Staff are provided with up-to-date

and relevant tools to undertake

their roles

Computer system support –

Training of Users in New Software Products.

K Miller 0% No new products. Power budget training to

commence.



their roles

Develop and review policies relating to HR

matters.

K Walsh 5% Human Resources policies are reviewed and amended

on an ad hoc basis.



their roles

Effective Information Technology

administration systems and protocols in

place.

K Miller 25% Protocols are in place.



Efficient and effective day to day operations

and work scheduling for the Engineering

P Graf 25% Sceduling for Engineering Department undertaken.


their roles Department.



their roles

Establish a fleet management system for the

Depot.

K Page 25% Fleet managed in accordance with management

system.



their roles

Implement action plan for Plant and

Equipment Utilisation Review Report.

P Graf 25% Onging.



their roles

IT system kept in working and easy to

manage condition.

K Miller 25% IT Cloud map being investigated as an option.



their roles

Preparation of Computer Support Strategic

Plan.

K Miller 0% Work programed to commence in Q2.



their roles

Provide coaching and encouragement

through the probation period and ongoing

support.

G Woodman 25% Appropriate coaching and liaison undertaken from

Manager level upwards.



their roles

Review and update 15 Year Plant Rolling

Replacement Program.

K Page 5% Program to be updated Q3.



their roles

Review plant requirements; undertake asset

management and maintenance of plant fleet.

K Page 25% Asset management and maintenance of fleet

undertaken. Review of plant requirements to be

undertaken in Q2.


COUNCIL STRATEGY

3.3.3 Council undertakes adequate strategic planning activities and meets all legislative reporting requirements


Council updates the Integrated

Planning and Reporting framework

documents as required

Completion of Annual Financial Statements. K Miller 50% Due by 31.10.2013




Compliance with Integrated Planning and

Reporting Requirements (IPRR) as outlined

by the DLG.

G Woodman 25% Appropriate Quarterly Reviews undertaken. Asset

Management Plan renewal in the next two quarters.




Develop and implement annual Works

Programs, for capital and maintenance

projects.

P Graf 20% Capital programs developed, maintenance project plan

to be developed.




Develop Asset Management programs for

Shire and Regional roads, drainage, signs and

traffic facilities.

K Page 5% Initial planning undertaken.




Development and implementation of a

minimum 10 Year Financial Plan for inclusion

in the Resourcing Strategy to support the

Cobar Shire 2025 Community Strategic Plan.

K Miller 0% Needs to be redone or updated.




Implement and monitor the Action Plan for

Council in the Cobar Shire Social Plan 2011-

2016.

A Shepherd 25% Appropriate actions included in this years AOP and

other projects viewed for inclusion in the CEP and

when grant funding becomes available.




Implementation of Council’s Community

Engagement Strategy.

A Shepherd 25% Community engagement undertaken as required.





Produce Annual Estimates. K Miller 15% Currently being produced.




Produce Internal Management Reports

(fortnightly budget comparison reports).

K Miller 25% Being distributed.




Produce Quarterly Budget Review for

Council.

K Miller 10% Q1 budget review currently underway.




Provision of information to Council on

progress of the IP&R.

G Woodman 25% Appropriate quarterly reporting arrangements in train.




Workforce Management Strategy, as part of

Resourcing Strategy, developed and

maintained.

K Walsh 25% Workforce Plan has been reviewed, amended and

adopted by Council as part of Resource Strategy.

Service level provision planning

undertaken as required

Review and amendment of the Corporate

Asset Register including CivicView

integration.

K Miller 100% Revised as at 30.06.2013.

Undertake legislative reporting

requirements

Implementation of Best Practice

Improvement Action Plan.

G Woodman 25% Most matters finalised before DLG Best Practice

Review. Council Manex Officers now implementing

final matters.


COUNCIL STRATEGY

3.3.4 Good procurement processes in place to ensure the most advantageous provision of goods and services to Council


Good contract management and

procurement practices are

employed

Contracts Register updated. G Woodman 25% Contracts Register continually updated.

Good contract management and

procurement practices are

employed

Manage Engineering tenders and contracts in

accordance with Councils policy.

P Graf 25% All tenders managed in accordance with Council Policy.

Leases and management

agreements monitored,

implemented and adhered to

Swimming pool, dentist and doctors

surgeries, caravan park, and airport

agreements monitored and implemented.

H Holder 25% All agreements are monitored and implemented.


Key Activity: Infrastructure

COMMUNITY OUTCOME

4.1 A clean and reliable water supply

COUNCIL STRATEGY

4.1.1 Pipe the Albert Priest Channel


Facilitate the construction of the

Albert Priest Channel Pipeline

Augmentation Project

Facilitate the construction of the Albert

Priest Channel Pipeline Augmentation

Project.

G Woodman 25% Appropriate liaison through Bogan Shire Council for

the engagement of a consultant to undertake a

business case study and grant application information.

Appropriate liaison with the NSW Minister for Primary

Industries for support of the project.

COUNCIL STRATEGY

4.1.2 Increase Cobar’s water allocation


Lobby the NSW Government to

have Cobar’s town water supply

increased

Attend meetings with relevant Government

personnel demonstrating the need for the

town water licence to be increased.

T Wark 25% No meetings were attended with relevant Government

personnel demonstrating the need for the town water

licence to be increased within this quarter.


COUNCIL STRATEGY

4.1.3 Improved water treatment systems for the provision of potable water to the villages


Investigate options to improve the

water quality and consistency of

water supply in the villages of the

Shire

Investigate and prepare a report on

upgrading non-potable water in the villages.

T Wark 25% Investigations into the possible upgading of non

potable water to potable water in the villages is

ongoing with various options being explored and

costed.

COUNCIL STRATEGY

4.1.4 Improved water infrastructure across the Shire


Maintenance and repairs of water

mains

Annual Maintenance schedule prepared. T Wark 25% An annual maintenance schedule has been prepared

for the maintenance and repairs of water mains.


mains

Implement the Water Supplies Asset

Management Plan with 5 year rolling works

program.

T Wark 25% Council has implemented the Water Supplies Asset

Management Plan that encompasses an updated 5



mains

Repairs carried out promptly on water

reticulation system.

T Wark 25% All water reticulation repairs are carried out promptly.

The two breaks in Cobar this quarter were completed

within four hours.

Water filtration system adequate

and well maintained

Staff record meter readings daily. T Wark 25% Staff record meter readings daily for data entry

purposes.

Water filtration system adequate

and well maintained

Water tested and treated daily. T Wark 25% Potable water from the Filtration Plant is tested and

correctly treated each day.


Water bores drilled in the villages

where appropriate

Drill water bores at Euabalong. T Wark 100% The water bores were drilled at Euabalong and

Euabalong West in 2012 - 2013.

COMMUNITY OUTCOME

4.2 Good communications networks with services equal to the metropolitan areas

COUNCIL STRATEGY

4.2.1 Improved access to telecommunications, radio, TV and broadband services


Lobby the government for

improved communications

networks

Maintenance of radio base stations and

licences.

P Graf 25% Radio base stations and licences maintained.

Lobby the government and

business to increase the reliability

of energy provision within the Shire

Monitor opportunities for increased

reliability and other energies within the

shire.

G Woodman 25% Support for the SEXI proposal and liaison with

interested solar energy providers undertaken.


COMMUNITY OUTCOME

4.3 Good transport networks that increase the accessibility of Cobar and markets

COUNCIL STRATEGY

4.3.1 Seek ways to expand the sealed road network and improve and maintain the unsealed road network


Road works undertaken according

to priority, weather conditions and

availability of resources

Construction and maintenance works carried

out on Regional and Shire Road Network in

accordance with approved programs and

standards.

K Page 25% Construction and maintenance work carried out in

accordance with approved program. Formalised

Works program to be developed.




Inspections by Council staff on a monthly

basis to identify maintenance works and

report any urgent works to minimise public

liability risk to Council.

K Page 25% Supervisors undertaking monthly and urgent

inspections.




Street maintenance and sign maintenance. K Page 25% Street maintenance and sign maintenance progressing.




Undertake a street sign audit. K Page 0% Resource limitations restriting progress.




Undertake ordered works on behalf of RMS

within the agreed budget.

M Bell 10% Works orders issued for Heavy Patching and proposals

submitted for re-sealing. Upcoming work Lillyvale Rest

Area and shoulder widening on Kidman Way South.





Undertake routine and supplementary works

on State Roads in accordance with the RMS

Contract.

M Bell 25% Routine and supplimentary works progressing as

expected.

Oversee quarrying activities and

ensure an adequate supply of good

quality gravel for use on the road

network.

Establishment of reserve for the

rehabilitation and restoration of disused

gravel pits and quarries.

M Bell 0% Reserve established and rehabilitation and restoration

plan to be developed in Q3.




network.

Review and update the Quarry Safety

Management Plan.

M Bell 0% Review and update of Quarry Safety Management Plan

to commence in Q2.




network.

Use consent for all existing and new quarries

progressively obtained.

M Bell 0% Use consent for all quarry sites to be obtained.

COUNCIL STRATEGY

4.3.2 Provide and maintain safe and serviceable transport infrastructure including roads, footpaths, bike paths and airport


Provide and maintain a safe and

adequate footpath and bike path

network

Conduct footpath condition audit. T Wark 25% Council has commenced a complete footpath

condition audit. The recently developed PAMP will be

used as a reference document. A complete 5 year

works program will be developed at the conclusion of

this audit.



Footpath Maintenance. K Page 25% Footpaths are being maintained.


network



network

Implement the Pedestrian Access Mobility

Plan (PAMP) and Bike Plan for Cobar.

M Bell 10% Contract Manager and Services Manager to implement

works program following finalisation of the PAMP.

Bike plan to be commenced.



network

Kerb & Gutter maintenance. K Page 25% Required Kerb and Gutter maintenance undertaken.



network

Obtain grant funding to install lighting in the

Linsley St taxi rank.

K Page 0% No action to date.

Cobar airport maintained and

available for RPT and general

aviation to meet the needs of the

Cobar community

Airport infrastructure meets the

requirements of CASA and Air Services

Australia.

K Page 25% Currently meeting licence requirements. Resources

for the Region application to upgrade a lighting system

and runway pavement at final stage of consideration.




Cobar community

Conduct regular and statutory maintenance

program in accordance with adopted plan.

K Page 25% Regular and statutory maintenance in accordance with

the plan. Independant audit of Airport operations will

be conducted in Q2.




Cobar community

Consult with key stakeholders such as

Brindabella Airlines.

K Page 5% Consultation with Airlines ongoing.




Cobar community

Implement the action Plan for the Cobar

Aerodrome Strategic Plan.

K Page 0% No action to date.



Review of the Airport Management and K Page 0% Review to be undertaken Q3.



Cobar community

Strategic Plans.




Cobar community

To have an operational plan to ensure that

the airport is maintained to the standards set

by the CASA and the associated regulations.

K Page 25% Airport maintained to meet licencing requirements

within budget restraints.




Cobar community

Undertake regular maintenance program,

according to the adopted budget.

K Page 25% Maintenance program undertaken.

Landing strips at Nymagee,

Euabalong and Mt hope adequately

maintained

To maintain runways as a grass surface in a

state that is acceptable for dry weather

operation.

To ensure that the airstrips comply with the

minimum standards for operation.

K Page 25% Maintenance mowing and weed control undertaken to

maintain servicability of airstrips. Council has applied

for a Remote Airstrip grant to replace the gable

markers at Nymagee airstrip.

COUNCIL STRATEGY

4.3.3 Maintain the rail network in the Shire to maximise the benefits to the community and to provide an alternative to road freight.


Lobby the NSW Government to

ensure that the rail network in well

maintained, safe, affordable and

well used, particularly for freight

movements to reduce the impact

of road movements on the

community.

Continually lobby NSW Government to

maintain rail network.

P Graf 25% Ongoing.


COMMUNITY OUTCOME

4.4 Good quality and affordable community facilities and infrastructure

COUNCIL STRATEGY

4.4.1 Develop well designed and expanded playgrounds catering for all age groups


Provide and maintain safe and

adequate playground facilities

Financial Management to ensure gradual

upgrade of equipment to meet Australian

Standards.

T Wark 25% There has been ongoing financial management to

ensure the gradual upgrade of equipment to meet

Australian Standards. This has seen Council receive

minimal complaints in regards to the condition of the

playground facilities.

Provide and maintain safe and

adequate playground facilities

Inspection of playground facilities ensuring

safety and convenience for all users.

T Wark 25% Council has inspected all playground facilities to

ensure safety and convenience for all prospective

users. This resulted in no accidents or incidents

reported at any playground facilities in this quarter.

COUNCIL STRATEGY

4.4.2 Increase the range of community facilities and maintain those that we have to an appropriate standard


Implement the Ward Oval

Masterplan

Suitable investigation, design, tender letting

and project supervision.

P Graf 0% Funding not available.

Implement the Ward Oval Work with government agencies to attract A Shepherd 10% No funding sources found. Resources for Regions EOI

unsuccessful. Construction of accessible toilets in the


Masterplan funding for the project. Mens Shed extension commenced.

Undertake Council’s cemetery

operations in an appropriate and

dignified manner

Develop appropriate Improvement Action

Plan and Financial Plan that will increase the

Improvements to the Cemetery and to

increase Fees as required on a regular basis.

T Wark 25% Council has undertaken cemetery operations in an

appropriate and dignified manner. Council has

commenced the creation of an improved Action Plan

for the site. In conjunction with this Plan a Financial

Plan will be developed.



dignified manner

Enquiries dealt with in a sympathetic

manner.

T Wark 25% All enquiries were dealt with in a sympathetic manner

and requests were actioned within 10 working days.



dignified manner

Internment of deceased persons T Wark 25% All internments of deceased persons have been

completed in accordance with the relevant

regulations.



dignified manner

Keep stock of pre-dug graves in reserve. T Wark 25% Council is currently maintaining an appropriate

number of pre - dug graves.



dignified manner

Provide assistance and supervision and

materials etc to the Cemetery committee

contractor.

T Wark 25% Assistance, supervision and materials have been

provided to the Cemetery Committee contractor.



dignified manner

Provide strategic direction and management,

through the Cobar Cemetery Management

Plan in consultation with the Cobar Cemetery

Committee and interested persons.

T Wark 25% Council has provided strategic direction and

management, through the Cobar Cemetery

Management Plan in consultation with the Cobar

Cemetery Committee and interested persons. This has

seen the cemetery continually presented in a pristine

condition.

To provide quality and readily

accessible library services to Cobar

and villages

Offer high quality and relevant library

services for five hours per week at both

Nymagee and Euabalong.

J Siemens 25% Nymagee and Euabalong library services operated for

five hours per week in Q1.




and villages

Participate in State and National events that

promote literacy.

J Siemens 0% No State or National literacy events in Q1.



and villages

The Library acquires, processes, maintains,

and lends library materials that are up to

date and appropriate.

J Siemens 25% 1,011 items added to the collection in Q1.

412 items = value $9,452 (at cost) removed in Q1.

6,117 items loaned in Q1.



and villages

The Library provides public access to the

internet service where possible.

J Siemens 25% 9 computers provided for public access. 2,141.5 hours

of computer use for Q1. Only 20 hours of wireless

bookings for Q1. Access compromised due to major

technical issue with the library server.



and villages

To ensure that the Library service is utilised

by Cobar residents of all ages and community

groups.

J Siemens 25% Monthly new book list and events calendar e-mailed to

press and community groups.

Information on library collections, services and

resources published in Council newsletter.

47 new members joined in Q1. Total membership =

2,674 members.

8,641 visits counted in Q1.



and villages

To ensure that well trained, professional and

highly motivated staff are responsive to

serving the needs of the community.

J Siemens 25% Library manager trained in corruption prevention in

procurement. Library staff trained in operation of

library software Libero version 6.

Maintain all Council land and

buildings to an appropriate

standard and use them

appropriately.

Arrange contracts and construction work for

capital works.

G Ryman 25% Only capital funds available in budget are for housing

upgrades. Essential works only being undertaken.




appropriately.

Commercial building and surgery

maintenance.

G Harbison 25% Structures maintained. Airconditioners serviced.





appropriately.

Development of Buildings Asbestos Register. G Ryman 0% Limited resources have not allowed this project to

progress to-date.




appropriately.

Development of Cobar Shire Council Staff

Housing Strategic Plan.

G Ryman 0% Due to limited resources this project has not yet

commenced.




appropriately.

Prepare Plans of Management for Council’s

controlled Land.

H Holder 0% Some plans are in draft format.




appropriately.

Provide staff and tradesmen to carry out

approved maintenance in accordance with

Council’s policy and current lease

arrangements

G Harbison 25% Maintenance carried out as required.




appropriately.

Provide staff and tradesmen to carry out

house maintenance.

G Harbison 25% Maintenance carried out as required on Council's

buildings.




appropriately.

Review BuildingsAsset Management Plan. G Ryman 0% Limited resources available to undertake condition

reports required to update Plan.


COUNCIL STRATEGY

4.4.3 Improve recreational facilities at the water reserves


Maintain and improve recreational

facilities that are available at the

Newey and Old Res reserves

Ensure a high standard is maintained at the

Newey and Old Res reserves.

T Wark 25% Council has ensured a high standard is maintained at

the Newey and the Old Reservoir reserves. This has

seen the numbers of people using these reserves rise

in this quarter.

COUNCIL STRATEGY

4.4.4 Maintain and expand where necessary, the stormwater and sewer networks


Maintain suitable stormwater

network including kerb and

guttering

Maintenance of CBD and older areas of

town, where overland flow is the only means

of runoff, annually.

T Wark 25% Council has completed all maintenance works on the

CBD and older areas of town. This ensured that when

there were overflow events, damage and clean up

works required were minimal.

Maintain suitable stormwater

network including kerb and

guttering

Maintenance of overland flow areas to

prevent build up of obstructions, which could

lead to ‘backwater’ effect.

T Wark 25% Council has maintained the stormwater and sewer

networks including the kerb and guttering. Expansion

works where required and within allocated budget

have also been completed.

Provide, maintain and operate a

sewer network and disposal system

and treatment works

Annual Maintenance schedule prepared. T Wark 25% An annual maintenance schedule has been prepared.

This will ensure Council continues to provide, maintain

and operate the sewer network, disposal system and

treatment works effectively and efficiently.




and treatment works

Ensure EPA licence completed annually and

at minimal cost.

T Wark 100% The Annual Load Base EPA licence was completed in

this quarter and the cost was minimal.



and treatment works

Implement a detection program for illegal

Stormwater connections into Sewerage

Scheme.

T Wark 25% Council has implemented an ongoing detection

program for illegal stormwater connections into the

Sewerage Scheme which has dramatically reduced the

stormwater infiltration rate.



and treatment works

Implement Liquid Trade Waste policy and

program.

T Wark 25% Council has formally adopted a Liquid Trade Waste

Policy with the implementation and licensing of

premises ongoing.



and treatment works

Implement the Sewerage Services Asset

Management Plan with 5 year rolling works

program.

T Wark 25% Implementation of the Sewerage Services Asset

Management Plan has commence encompassing the 5




and treatment works

Investigate possible extension of Sewerage

Reticulation into the East Cobar Area.

T Wark 25% The investigation into the possible extension of the

Sewerage Reticulation into the East Cobar area is

ongoing with a range of options being considered.



and treatment works

Repairs carried out on the sewerage

reticulation network within (6) hours.

T Wark 25% Council has provided, maintained and operated the

sewer network, disposal system and treatment works.

All required repairs were completed within a 6hr time

period.



and treatment works

Undertake monthly EPA effluent sampling. T Wark 25% Council has undertaken all monthly EPA effluent

sampling to satisfy all requirements within relevant

EPA licences.


COUNCIL STRATEGY

4.4.5 Maintain and service villages


Maintain and improve village

facilities and services

Regularly maintain parks, streets and

footpaths in all villages.

T Wark 25% Council has maintained all parks, streets and footpaths

within the shire to an appropriate hierarchy standard.


Key Activity: Environment

COMMUNITY OUTCOME

5.1 Ability to adapt to climate change and benefit from climate change initiatives

COUNCIL STRATEGY

5.1.1 Develop an alternative energy industry in Cobar


Lobby business and government to

encourage the development of an

alternative energy industry in

Cobar

Monitor opportunities for development of an

alternative energy industry in Cobar.

G Woodman 25% Support provided for the SEXI Proposal. Monitoring

undertaken for alternate energy proposals.

Encourage solar energy use and the

efficient use of energy by residents

and businesses

Apply for funding to undertake energy

efficiency programs within Council buildings.

H Holder 0% No funding available to apply for.



and businesses

Continue information sessions about the

OEH Save Power Program.

H Holder 0% No funding available for this action to occur.



and businesses

Implement projects that have received

funding.

H Holder 0% No funding received this quarter.


COUNCIL STRATEGY

5.1.2 Develop community leadership on becoming leaders in resource use, reuse and recycling


Undertake kerbside garbage

collection and recycling in Cobar

and kerbside garbage collection in

the relevant villages

Prepare Waste Services Strategy that

includes Cobar Recycling, Euabalong,

Euabalong West & Murrin Bridge for

Consultation.






Provide a once weekly domestic waste

collection and transportation service for

residents located within the waste collection

area of Cobar.

P O'Brien 25% Domestic waste collected weekly and transported to

Depot for Cobar.





Provide a trade waste collection service to all

customers on a fee for service.

P O'Brien 25% Trade waste collection service provided and utilised.





Provide service to empty street bins in

central business district twice weekly and

other street bins and parks once weekly.

P O'Brien 25% All street and park bins emptied regularly.

Maintain the town and village tips

to a high standard

Carry out surveillance of waste depot and

access roads to minimise the spread of waste

from vehicles and surrounding areas so as to

detect unauthorised waste disposal and

undertake appropriate enforcement action.

P O'Brien 25% Regular patrols being maintained.


to a high standard

Prepare Landfill Management Plan. P O'Brien 0% No staff resources available.



to a high standard

Provide for the management of the Cobar

Waste Disposal Depot so as to comply with

statutory obligations.

P O'Brien 25% Depot being maintained in accordance with legislation.


to a high standard

Provide waste disposal facilities for Nymagee

& Canbelego and depots at Euabalong &

Euabalong West.

P O'Brien 25% Waste services being provided.

Encourage efficient water use by

Shire residents

Prepare an advertising campaign promoting

efficient water use by Shire residents with

the assistance of savewater.

T Wark 25% An advertising campaign including television

advertisements has been conveyed to the community

and positive results are being displayed by the

community in regards to the efficient use of water.

COMMUNITY OUTCOME

5.2 Well managed public and private land

COUNCIL STRATEGY

5.2.1 Develop a grazing industry that is based on managed, not feral, stock to improve pasture management


Provide support to industry bodies

for improved grazing management

practices

Maintain an awareness of government land

management incentives and programs.

H Holder 0% No known knowledge of incentives and programs to

assist industry bodies and individual graziers

COUNCIL STRATEGY

5.2.2 Have a planting program for Cobar and villages and encourage the schools and businesses to participate



Develop and instigate a planting

program

Apply for funding to undertake planting

activities.

T Wark 25% No funding opportunites were available within this

quarter.


program

Develop and implement a Street Tree Policy. T Wark 25% A Street Tree Policy is currently being developed with

the assistance of Councils Land Management Officer.


program

Prepare a program for planting in the whole

Shire utilising correct plant material for the

correct application/location.

T Wark 25% Council has developed and instigated a planting

program resulting in the establishment of a

greenhouse operated by Council staff. This greenhouse

is stocked with appropriate plant material ready to

used in the correct location as required.

COUNCIL STRATEGY

5.2.3 Manage the crown land and commons


Provide ranger services to control

animals in public places and to

manage the common areas and

crown land

Carry out monthly patrols of the Common. G Harbison 25% Regular patrols of the Common undertaken.




crown land

Implement provisions of the Companion

Animals Act and promote community

awareness and responsibilities of dog and cat

ownership.

G Harbison 0% Dog and cat database kept up-to-date. Promotion of

responsible dog and cat ownership undertaken. Signs

on noticeboards promoting the need to have all

puppies microchipped prior to sale.




crown land

Impound dogs and cats found on a public

place & surrendered animals and undertake

appropriate enforcement action.

G Harbison 25% Dogs and cats impounded. Appropriate enforcement

action undertaken. 39 dogs seized, 14 of which were

euthanaised, 20 released, 2 re-homed and 3 sent to

the RSPCA in Dubbo. 7 feral cats seized and


euthanaised.




crown land

Impound straying stock. G Harbison 25% No stock impounded.




crown land

Maintain pound yards. G Harbison 25% Pound yards maintained and utilised.




crown land

Operate and maintain a pound for the

keeping of seized dogs and cats.

G Harbison 25% Council maintains the pound and dogs and other

animals regularly seized and impounded.




crown land

Provide services for the euthanasia of dogs

and cats that have been seized or

surrendered.

G Harbison 25% 14dogs euthanised and 7cats.




crown land

Provide services for the registration and

micro-chipping of dogs and cats.

G Harbison 25% Services provided and regular micro-chipping of cats

and dogs undertaken.




crown land

Register all stock on Common. G Harbison 25% All stock over six months of age on the Common

registered.


COUNCIL STRATEGY

5.2.4 Long term management of noxious weeds


Monitor noxious weed infestations,

provide advice, undertake spraying

on public areas and complete

appropriate reports

An increase in the number of weed

awareness program run (eg weed warriors).

H Holder 0% No contact with school during this quarter




appropriate reports

Continue Implementation of Regional

Inspection Plan.

H Holder 15% During quarter 1 the following actions werre

undertaken:-

- 990km of roads

- 1 x TSR




appropriate reports

Develop a centralised data set of weed

distribution and abundance information.

H Holder 25% Relevant information being sent to the Regional

Project Officer as required.




appropriate reports

Develop an introductory weeds information

pack for new property owners.

H Holder 25% An introductory weeds information pack has been

developed for new property owners with new owners

identified quarterly.




appropriate reports

Implement a regional communications

strategy.

H Holder 25% One article placed in local paper




Improve/Update knowledge of Weeds

Inspector.

H Holder 25% Attendance at Biannual NSW Weeds Conference


appropriate reports




appropriate reports

Increased participation of community

groups.

H Holder 25% Database of volunteer groups and contact with these

groups being maintained




appropriate reports

Invasive Species on public lands are managed

effectively.

H Holder 75% Inspections of two Council owned/managed properties

carried out.




appropriate reports

Invasive weeds effectively managed on

private lands.

H Holder 5% Eight Private property inspection have been carried

out.




appropriate reports

Management Programs prioritised to give

the greatest benefit.

H Holder 25% Spraying along some roadsides has been undertaken,

ensuring appropriate chemical usage and timing.




appropriate reports

Monitoring Program implemented H Holder 0% No actions undertaken this quarter




appropriate reports

Promote use of hygienic practices within

Council and increase their weed

identification skills.

H Holder 0% Activities are planned for later in the year.




Prompt containment or eradication and

ongoing monitoring of new incursions.

H Holder 25% As required prompt containment or eradication will

occur if new weed incursions are found. Monitoring of

sites is continuing.


appropriate reports




appropriate reports

Provide effective and targeted on-ground

weed control.

H Holder 25% Continued spread of biological agents as required.

COUNCIL STRATEGY

5.2.5 Vibrant and well run national parks that are accessible and well used


Lobby the NSW government to

ensure the local national parks are

vibrant and

Monitoring of services provided for local

national parks.

G Woodman 0% No action taken this quarter.

COMMUNITY OUTCOME

5.3 Clean air in the community

COUNCIL STRATEGY

5.3.1 Manage the externalities of mining and other industries operating close to towns and villages to minimise air pollution


Monitoring and regulation of

activities to minimise air pollution

Respond to mining related air pollution

complaints.

G Ryman 25% None received to date.

Documents

Annual Operational Plan 2013/2014 Q1 Report · Annual Operational Plan 2013/2014 Q1 Report COMMUNITY OUTCOME 1.2 Young people are able to reach their full potential, are encouraged